CASE STUDY: DRIFTING CHANGE

Vicki Marchand (), Diane Marcotte () and Doina Muresanu ()
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Vicki Marchand: Universite of Quebec in Abitibi-Temiscamingue, Quebec, CANADA, Department of Management
Diane Marcotte: Universite of Quebec in Abitibi-Temiscamingue, Quebec, CANADA, Department of Management
Doina Muresanu: Universite of Quebec in Abitibi-Temiscamingue, Quebec, CANADA, Department of Management

Annals of Faculty of Economics, 2015, vol. 1, issue 2, 573-580

Abstract: Addressing itself to the management students, the case presents the situation of a fusion of two offices belonging to the same ministry, in the province of Québec, in Canada. This fusion of two entities having entirely different organisational cultures is not so easy to put into practice. We dread the personal experience of one of these offices, seen through the eyes of some of its administrators and employees who talk about their demanding change experience. So as to answer the case questions, the reader must relate to two management models (Bareil, 2004 and Collerette, 2007), described in the works listed as references.

Keywords: change; public organisations; fusion; human resources management; change actors; preoccupation stages (search for similar items in EconPapers)
JEL-codes: M0 (search for similar items in EconPapers)
Date: 2015
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Persistent link: https://EconPapers.repec.org/RePEc:ora:journl:v:1:y:2015:i:2:p:573-580

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